Africa, Asia and Eastern Mediterranean 2012 and 2013

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63. Although circumstances in countries vary, there is a general logical process of three steps that countries should take to improve their CRVS systems: a. Conducting a standards-based assessment of current status, capacities and resources; b. Formulating a multi-sectoral national action plan that addresses the range of challenges and define feasible, measurable results within the framework of the outcomes of the Regional Strategic Plan; and c. Implementing the multi-sectoral national action plan. 64. Three processes will significantly contribute to the successful completion of each of those steps, and these are fundamental to any effort to improve CRVS systems: a. Establishing a national coordination mechanism to oversee and monitor improvement efforts, including monitoring and evaluating the multi-sectoral national action plan once developed; b. Generating high-level political commitment for improving CRVS systems; and c. Mobilizing the resources needed, including human, technical and financial resources. GOVERNANCE AND CO ORDINATION 65. The Regional Strategic Plan aims to achieve its goal and outcomes through the sharing of expertise from across the region and globally. It establishes a regional platform for leveraging support and resources in a coordinated and effective manner. Therefore, a key purpose of the governing and coordination structure outlined below is to guide, stimulate and foster partnerships, networking and collaboration among the multitude of national, regional and global organizations with a stake in the improvement of CRVS systems in the region. See Annex 3 for an overview of the mandates and support available from partners involved and committed to implementing the Regional Strategic Plan. REGIONAL STEERING AND COORDINATION GROUP (RSCG) 66. A Regional Steering and Coordination Group will be established to provide strategic guidance and oversight to the implementation of the Regional Strategic Plan. The RSCG will function within the framework defined by the Regional Strategic Plan, consistent with mandates of involved governments and other national and international development partners. 67. The RSCG will bring together country implementing agencies, civil society, development partners and training and research institutions. The BAG will be represented on the RSCG to facilitate coordination with related activities in Pacific Island States that are being carried out under the Pacific Vital Statistics Action Plan. 68. The RSCG will ensure coordination and integration of the implementation of the Regional Strategic Plan with other related capacity development activities for synergy, complementarities and greater impact at the regional level. It will review progress in the implementation of the Regional Strategic Plan and ensure that actions to implement the Regional Strategic Plan uphold the seven guiding principles agreed to by the country, 38
egional and international partners in this initiative. 69. Subject to the mechanisms of its formal establishment, the RSCG may report to the ESCAP Commission or if so delegated, to the ESCAP Committee on Statistics. REGIONAL SUPPORT OFFICE (RSO) 70. A Regional Support Office, reporting to and acting as the secretariat for the Regional Steering and Coordination Group, will coordinate and monitor the implementation of the Regional Strategic Plan in close consultation and partnership with countries and development partners. 71. The primary role of the RSO is to coordinate and facilitate country assessments and the implementation of multi-sectoral national action plans. In carrying out this function, the RSO will serve as the ‘one-stop’ access point for countries and development partners for Regional Strategic Plan implementation. The RSO will actively liaise with international, regional, and sub-regional offices of development partners operating in Asia and the Pacific in order to coordinate their support to countries, thereby avoiding duplication of efforts and ensuring that international standards are being followed. 72. The RSO will function as the regional platform aimed at promoting the exchange of expertise, experiences, resources and other information on improving CRVS systems. It will report on accomplishments, compile lessons learned and foster South-South and peer-to-peer cooperation to improve civil registration and vital statistics systems. 73. The regional platform will comprise a web repository and other interactive features such as a webbased forum, to be complemented by the organization of knowledge exchange seminars and facilitation of exchange visits to promote and demonstrate the use of the platform. The web repository will include a directory of CRVS stakeholders, such as development partners and experts, and a resource base, comprising training and advocacy materials, computer-based resource kits, and assessment and analysis tools. The repository will further include completed assessments of CRVS systems and multi-sectoral national action plans. 74. The Regional Support Office will be hosted by one of the regional development partners committed to the Regional Strategic Plan. NATIONAL COORDINATION 75. Broad-based and high-level political support is necessary for successful implementation of multisectoral national action plans, not least for resource allocation and legislative reviews. The establishment of a national multi-stakeholder coordination mechanism to coordinate the assessment and the development and implementation of a multi-sectoral national action plan is therefore of critical importance for ensuring longterm results of the Regional Strategic Plan. The mechanism should be able to directly involve or reach out to all relevant stakeholders within the country’s CRVS systems. 76. Core agencies at the national-level comprise those with responsibilities for registration (such as civil registration offices, local governments, ministries of justice or the interior etc.), those responsible for the production and dissemination of statistics (usually the NSO), and the health sector, which has a particularly important role to play in the notification of vital events. Additional important stakeholders and potential partners include other sectoral agencies (ministries of education, labor, security, public information or foreign affairs etc.), the business and private sectors, donors and development partners, civil society and NGOs, and 39
Page 1 and 2: REGIONAL NETWORK WORK PLANS Africa,
Page 3 and 4: Africa Eastern AFRO Chad Mediterran
Page 5 and 6: 3. Participation in East African In
Page 7 and 8: 5. World Health Organization (WPRO,
Page 9 and 10: 1. Memorandums of understanding dis
Page 11 and 12: ATTACHMENT ONE Improving Informatio
Page 13 and 14: advocacy, policymaking and oversigh
Page 15 and 16: ATTACHMENT TWO SECOND CONFERENCE OF
Page 17 and 18: the Republic of South Africa; 12. R
Page 19 and 20: We express our deepest appreciation
Page 21 and 22: provide leadership and guidance to
Page 23 and 24: INTRODUC TION “To make people cou
Page 25 and 26: Declaration 6 and the Declaration o
Page 27 and 28: y eleven development partners 18 th
Page 29 and 30: Social Commission for Asia and the
Page 31 and 32: g. Harmonization and alignment: In
Page 33 and 34: underinvestment, sometimes as a res
Page 35 and 36: island and mountainous areas. In ad
Page 37: c. Make available in the public dom
Page 41 and 42: ANNE X 1: PROPOSED MONITORI NG FRAM
Page 43 and 44: Outcome H Increased technical capac
Page 45 and 46: 6-9 Quality of Cause of Death Data;
Page 47 and 48: ANNEX 3: DEVELOPM ENT PARTNERS [AWA
Page 49 and 50: Plan International Regional Coordin
Page 51 and 52: United Nations Population Fund (UNF
Page 53 and 54: World Health Organization (WHO) WHO
Page 55 and 56: AFRO Central African Republic 49 AF
Page 57 and 58: AFRO Swaziland 30 EURO Tajikistan 8

Africa, Asia and Eastern Mediterranean 2012 and 2013

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